Group Processes Part 2 Group Processes Part 2 1 Group Performance behavior motivation 2 Group Polarization thinking 3 Group Think thinking 4 Intergroup Conflict 11 Group Performance Group Performance Type of Tasks Additive task the group product is the sum of all members contribution Most tasks easy decision making Conjunctive task the group product is determined by the individual with the poorest performance Disjunctive task the group product is determined by the performance of the individual with the best performance Production in a factory climbing a mountain Complex task difficult decision making Setting Goals Groups usually perform better on a task when they have specific challenging and reachable goals particularly if the group members are committed to the goals 22 Group Performance Group Performance Leadership ch 13 sec 3 the process through which one member of a group the leader influences other group members toward the attainment of specific group goals Trait theories cognitive ability creativity flexibility self confidence Contingency Models of Leadership Task Oriented leaders focus on getting the task done Relationship Oriented leaders focus on maintaining good friendly relationships with their followers 33 Group Performance Group Performance 44 Group Performance Group Performance Normative Model of Leadership Autocratic leaders make decisions unilaterally Delegative leaders ask other members to make decisions Democratic participative leaders invite input and participant in decision making from their followers 55 Group Performance Group Performance 70 60 50 40 30 20 10 0 present absent autocratic democratic 66 Group Performance Group Performance Other leadership styles Directive Permissive Dimension Directive leaders dictate how followers should carry out their assigned tasks Permissive leaders give followers the freedom to work any way they wish 77 Group Performance Group Performance Other leadership styles Transactional leader gains compliance and support from followers primarily though goal setting and the use of rewards Transformational leader inspires followers to transcend their own needs in the interest of a common sense 88 Group Performance Group Performance Other leadership styles 99 Group Performance Group Performance Brainstorming A technique that attempts to increase the production of creative ideas by encouraging group members to speak freely without criticizing their own or others contributions However brainstorming is not always very productive Factors that Reduce the Effectiveness of Brainstorming Production Blocking forgetting own idea because of too much information distraction Free Riding losing motivation Evaluation Apprehension suppress unusual ideas Performance Matching try as hard as others 1010 Group Polarization Group Polarization The exaggeration through group discussion of initial tendencies in the thinking of group members In other words group discussion often makes group s initial decisions extreme and risky Also known as risky shift and cautious shift 1111 Group Polarization Group Polarization Example Stoner 1961 Helen is a writer who is said to have considerable creative talent but who so far has been earning a comfortable living by writing cheap westerns Recently she has come up with an idea for a potentially significant novel If it could be written and accepted it might have considerable literary impact and be a big boost to her career On the other hand if she cannot work out her idea or if the novel is a flop she will have expended considerable time and energy without remuneration Imagine that you are advising Helen Please check the lowest probability that you would consider acceptable for Helen to attempt to write the novel Helen should attempt to write the novel if the chances that the novel will be a success are at least 1 10 2 10 3 10 4 10 5 10 6 10 7 10 8 10 9 10 or 10 10 1212 Group Polarization Group Polarization 50 45 40 35 30 25 20 15 10 5 0 before discussion after discussion risky cautious 1313 Group Polarization Group Polarization Two Major Perspectives Cognitive Explanation informative influence the greater the number and persuasiveness of the arguments to which group members are exposed the more extreme their attitude become Persuasive Argument Theory Motivational Explanation normative influence Social Comparison Wanting people to like us we may express stronger opinions after discovering that others share our views Social Categorization In group members may want to distinguish their group from other groups so they overestimate the extremity of their group s position Then they shift their own opinions to adopt or conform to the misperceived position Highly cohesive groups are more likely to show 1414 group polarization Groupthink Groupthink When Consensus Seeking Overrides Critical Analysis Historical Example On April 17 1961 fourteen hundred American armed Cuban exiles landed on the beaches of Cuba at the Bay of Pigs with the objective of overthrowing its communist government led by Fidel Castro The CIA planned this counterrevolution and J F Kennedy approved it after consulting with his advisers Their belief was that the Cuban people would welcome the invading force and join them in overthrowing the communists Nothing could have been further from the truth Soon after landing on the beaches loyal Castro forces captured the Cuban exiles The world was outraged at the United states and Cuba allied itself more closely with the Soviet Union exactly the opposite of what Kennedy had intended 1515 Groupthink Groupthink A group decision making style characterized by an excessive tendency among group members to seek concurrence consensus and unanimity more than the best possible alternative Antecedents 1 High cohesiveness 2 Group structure homogenous members isolation directive leadership and unsystematic procedures 3 Stressful situations 1616 Groupthink Groupthink Eight groupthink symptoms Janis 1982 1 An illusion of invulnerability optimism 2 Unquestioned belief in the group s morality ignoring moral issue 3 Rationalization justifying their decision 4 Stereotyped view of opponent weak stupid evil 5 Conformity pressure need to conform 6 Self censorship withholding disconfirming ideas 7 Illusion of unanimity everyone has the same idea 8 Mindguards some members play a role to protect the group from disconfirming idea 1717 Groupthink Groupthink Preventing Groupthink Historical Example In the following year 1962 the United States and